Managing the urgent and unexpected: twelve project cases and a commentary
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Farnham, Surrey ; Burlington, VT
Gower
[2014]
|
| Series: | Advances in project management
|
| Subjects: | |
| Online Access: | FAW01 FAW02 |
| Item Description: | Print version record |
| Physical Description: | 1 online resource (vii, 205 pages .) |
| ISBN: | 1472442512 9781472442512 9781472442505 1472442504 9781472442529 1472442520 |
Staff View
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| 505 | 8 | |a This book explores what is different managerially if work is unexpected, its implementation is urgent and an immediate start is required. The authors draw on twelve cases ranging from the launch of the Freeview television system in the United Kingdom to the sifting and removal of the New York World Trade Center pile of debris following the 9/11 terrorist attack. They summarize how the response to each of these events was managed, demonstrate that opportunities may sometimes be created in the face of adversity and suggest how normal organizations can prepare to manage abnormal demands. And yet, organizations can, and should be prepared for the unexpected. The lessons offered here will help private and public organizations plan how to authorize and support future urgent work to take advantage of immediate new business opportunities or to protect or restore systems and services. -- | |
| 505 | 8 | |a Cover; Contents; List of Figures; List of Tables; Preface; Acknowledgements; I Narrative; 1 You Get a Start!; 2 Urgent?; 3 Unexpected?; 4 Project Starts; 5 Project Implementation; II Analysis; 6 What's Different?; 7 Lessons; III Future Needs; 8 And Now?; Appendix 1: Case Summaries; 1.1 New TV Business, Freeview, UK, 2002; 1.2 Temporary Rail Station, Workington, 2009; 1.3 Thames Bank Raising, London, 1971; 1.4 Flood Diversion Scheme, Chichester, 2000; 1.5 Ouse Banks Heightening, Selby and Barlby, Yorkshire, 2000; 1.6 Motorway Viaduct Propping, North London, 2011 | |
| 505 | 8 | |a 1.7 Embankment Stabilization, Heck, Yorkshire, 2000-20011.8 Remote Bridge Repair, Arnhem Highway, Northern Australia, 1998; 1.9 Temporary Power Line, Auckland Central Business District, 1998; 1.10 Aire Banks Repair, Gowdall, Yorkshire, 2000; 1.11 Reinstatement of Railway, Great Heck, Yorkshire, 2001; 1.12 9/11 Pile Sift, Make Safe and Remove Operations, World Trade Center, New York, 2001-2002; Appendix 2: References to Publications on Other Cases; References; Index | |
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Record in the Search Index
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| any_adam_object | |
| author | Wearne, S. H. |
| author_facet | Wearne, S. H. |
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| contents | This book explores what is different managerially if work is unexpected, its implementation is urgent and an immediate start is required. The authors draw on twelve cases ranging from the launch of the Freeview television system in the United Kingdom to the sifting and removal of the New York World Trade Center pile of debris following the 9/11 terrorist attack. They summarize how the response to each of these events was managed, demonstrate that opportunities may sometimes be created in the face of adversity and suggest how normal organizations can prepare to manage abnormal demands. And yet, organizations can, and should be prepared for the unexpected. The lessons offered here will help private and public organizations plan how to authorize and support future urgent work to take advantage of immediate new business opportunities or to protect or restore systems and services. -- Cover; Contents; List of Figures; List of Tables; Preface; Acknowledgements; I Narrative; 1 You Get a Start!; 2 Urgent?; 3 Unexpected?; 4 Project Starts; 5 Project Implementation; II Analysis; 6 What's Different?; 7 Lessons; III Future Needs; 8 And Now?; Appendix 1: Case Summaries; 1.1 New TV Business, Freeview, UK, 2002; 1.2 Temporary Rail Station, Workington, 2009; 1.3 Thames Bank Raising, London, 1971; 1.4 Flood Diversion Scheme, Chichester, 2000; 1.5 Ouse Banks Heightening, Selby and Barlby, Yorkshire, 2000; 1.6 Motorway Viaduct Propping, North London, 2011 1.7 Embankment Stabilization, Heck, Yorkshire, 2000-20011.8 Remote Bridge Repair, Arnhem Highway, Northern Australia, 1998; 1.9 Temporary Power Line, Auckland Central Business District, 1998; 1.10 Aire Banks Repair, Gowdall, Yorkshire, 2000; 1.11 Reinstatement of Railway, Great Heck, Yorkshire, 2001; 1.12 9/11 Pile Sift, Make Safe and Remove Operations, World Trade Center, New York, 2001-2002; Appendix 2: References to Publications on Other Cases; References; Index |
| ctrlnum | (ZDB-4-EBA)ocn896598519 (ZDB-4-ENC)ocn896598519 (OCoLC)896598519 (DE-599)BVBBV043785910 |
| dewey-full | 624.068/4 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 624 - Civil engineering |
| dewey-raw | 624.068/4 |
| dewey-search | 624.068/4 |
| dewey-sort | 3624.068 14 |
| dewey-tens | 620 - Engineering and allied operations |
| discipline | Bauingenieurwesen |
| format | Electronic eBook |
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| id | DE-604.BV043785910 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:35:05Z |
| institution | BVB |
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| language | English |
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| spelling | Wearne, S. H. Verfasser aut Managing the urgent and unexpected twelve project cases and a commentary Stephen Wearne and Keith White-Hunt Farnham, Surrey ; Burlington, VT Gower [2014] 1 online resource (vii, 205 pages .) txt rdacontent c rdamedia cr rdacarrier Advances in project management Print version record This book explores what is different managerially if work is unexpected, its implementation is urgent and an immediate start is required. The authors draw on twelve cases ranging from the launch of the Freeview television system in the United Kingdom to the sifting and removal of the New York World Trade Center pile of debris following the 9/11 terrorist attack. They summarize how the response to each of these events was managed, demonstrate that opportunities may sometimes be created in the face of adversity and suggest how normal organizations can prepare to manage abnormal demands. And yet, organizations can, and should be prepared for the unexpected. The lessons offered here will help private and public organizations plan how to authorize and support future urgent work to take advantage of immediate new business opportunities or to protect or restore systems and services. -- Cover; Contents; List of Figures; List of Tables; Preface; Acknowledgements; I Narrative; 1 You Get a Start!; 2 Urgent?; 3 Unexpected?; 4 Project Starts; 5 Project Implementation; II Analysis; 6 What's Different?; 7 Lessons; III Future Needs; 8 And Now?; Appendix 1: Case Summaries; 1.1 New TV Business, Freeview, UK, 2002; 1.2 Temporary Rail Station, Workington, 2009; 1.3 Thames Bank Raising, London, 1971; 1.4 Flood Diversion Scheme, Chichester, 2000; 1.5 Ouse Banks Heightening, Selby and Barlby, Yorkshire, 2000; 1.6 Motorway Viaduct Propping, North London, 2011 1.7 Embankment Stabilization, Heck, Yorkshire, 2000-20011.8 Remote Bridge Repair, Arnhem Highway, Northern Australia, 1998; 1.9 Temporary Power Line, Auckland Central Business District, 1998; 1.10 Aire Banks Repair, Gowdall, Yorkshire, 2000; 1.11 Reinstatement of Railway, Great Heck, Yorkshire, 2001; 1.12 9/11 Pile Sift, Make Safe and Remove Operations, World Trade Center, New York, 2001-2002; Appendix 2: References to Publications on Other Cases; References; Index Construction projects / Management / Case studies Emergency management / Case studies Project management / Case studies Public works / Management / Case studies BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh TECHNOLOGY & ENGINEERING / Civil / General bisacsh Wirtschaft Construction projects Management Case studies Emergency management Case studies Public works Management Case studies Project management Case studies (DE-588)4522595-3 Fallstudiensammlung gnd-content White-Hunt, Keith Sonstige oth |
| spellingShingle | Wearne, S. H. Managing the urgent and unexpected twelve project cases and a commentary This book explores what is different managerially if work is unexpected, its implementation is urgent and an immediate start is required. The authors draw on twelve cases ranging from the launch of the Freeview television system in the United Kingdom to the sifting and removal of the New York World Trade Center pile of debris following the 9/11 terrorist attack. They summarize how the response to each of these events was managed, demonstrate that opportunities may sometimes be created in the face of adversity and suggest how normal organizations can prepare to manage abnormal demands. And yet, organizations can, and should be prepared for the unexpected. The lessons offered here will help private and public organizations plan how to authorize and support future urgent work to take advantage of immediate new business opportunities or to protect or restore systems and services. -- Cover; Contents; List of Figures; List of Tables; Preface; Acknowledgements; I Narrative; 1 You Get a Start!; 2 Urgent?; 3 Unexpected?; 4 Project Starts; 5 Project Implementation; II Analysis; 6 What's Different?; 7 Lessons; III Future Needs; 8 And Now?; Appendix 1: Case Summaries; 1.1 New TV Business, Freeview, UK, 2002; 1.2 Temporary Rail Station, Workington, 2009; 1.3 Thames Bank Raising, London, 1971; 1.4 Flood Diversion Scheme, Chichester, 2000; 1.5 Ouse Banks Heightening, Selby and Barlby, Yorkshire, 2000; 1.6 Motorway Viaduct Propping, North London, 2011 1.7 Embankment Stabilization, Heck, Yorkshire, 2000-20011.8 Remote Bridge Repair, Arnhem Highway, Northern Australia, 1998; 1.9 Temporary Power Line, Auckland Central Business District, 1998; 1.10 Aire Banks Repair, Gowdall, Yorkshire, 2000; 1.11 Reinstatement of Railway, Great Heck, Yorkshire, 2001; 1.12 9/11 Pile Sift, Make Safe and Remove Operations, World Trade Center, New York, 2001-2002; Appendix 2: References to Publications on Other Cases; References; Index Construction projects / Management / Case studies Emergency management / Case studies Project management / Case studies Public works / Management / Case studies BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh TECHNOLOGY & ENGINEERING / Civil / General bisacsh Wirtschaft Construction projects Management Case studies Emergency management Case studies Public works Management Case studies Project management Case studies |
| subject_GND | (DE-588)4522595-3 |
| title | Managing the urgent and unexpected twelve project cases and a commentary |
| title_auth | Managing the urgent and unexpected twelve project cases and a commentary |
| title_exact_search | Managing the urgent and unexpected twelve project cases and a commentary |
| title_full | Managing the urgent and unexpected twelve project cases and a commentary Stephen Wearne and Keith White-Hunt |
| title_fullStr | Managing the urgent and unexpected twelve project cases and a commentary Stephen Wearne and Keith White-Hunt |
| title_full_unstemmed | Managing the urgent and unexpected twelve project cases and a commentary Stephen Wearne and Keith White-Hunt |
| title_short | Managing the urgent and unexpected |
| title_sort | managing the urgent and unexpected twelve project cases and a commentary |
| title_sub | twelve project cases and a commentary |
| topic | Construction projects / Management / Case studies Emergency management / Case studies Project management / Case studies Public works / Management / Case studies BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh TECHNOLOGY & ENGINEERING / Civil / General bisacsh Wirtschaft Construction projects Management Case studies Emergency management Case studies Public works Management Case studies Project management Case studies |
| topic_facet | Construction projects / Management / Case studies Emergency management / Case studies Project management / Case studies Public works / Management / Case studies BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior TECHNOLOGY & ENGINEERING / Civil / General Wirtschaft Construction projects Management Case studies Emergency management Case studies Public works Management Case studies Project management Case studies Fallstudiensammlung |
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